Premium Room at YOTELAIR London Gatwick Airport. |
promises aligned with delivery, how to scale operations across diverse markets, how to build trust-based partnerships with owners and how to apply the commercial discipline needed for sustainable growth. Leading large, cross-functional teams across Europe, the Middle East and Africa also taught me adaptability, allowed me to work with exciting and diverse cultures and helped me understand how to navigate complex markets. What excites me about YOTEL is the opportunity to bring that experience to a very agile, design-led environment. Here, we can move quickly and innovate boldly, combining the strategic discipline I developed at Marriott with YOTEL’ s disruptor mindset to create meaningful value for guests, crew and our owners and franchisees. |
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The Komyuniti restaurant at YOTEL Tokyo Ginza.
their backing, we can pursue the right deals in the right places and do so with confidence that we’ re building a resilient global brand while staying true to what makes YOTEL unique— our product, our places and our people.
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HOTELS: You spent more than 20 years with Marriott in multiple senior leadership roles across EMEA. What are the most valuable lessons you bring from Marriott to this position? |
Andreopoulos: My time at Marriott was very formative, providing a deep foundation in both the operational and commercial sides of hospitality. I gained many valuable lessons, including how to ensure that |
HOTELS: How would you describe your leadership style? Do you have any mentors that inform it? Andreopoulos: I believe in setting out a clear vision and then empowering teams to go out and achieve that vision. I make sure we’ re holding ourselves to high standards, but I give my team a lot of latitude to make their own decisions. I believe that if people really understand the vision and buy into it, they’ ll usually make the right decisions to get us there. Usually, they make better decisions than I would; they are the experts in their areas, after all. Communication is key; I always make sure I am listening closely to our guests, crew and |
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62 hotelsmag. com November 2025 |